罗宾斯管理学 人力资源管理章节总结
Chapter7人力资源管理
?Contents
1.The Human Resource Management Process 管理流程
2. Identifying and Selecting Competent Employees确定和甄选合适的员工
3. Providing Employees with needed Skills培训员工技能
4. Retaining Competent, High-performing Employees保持员工队伍稳定
5. Current Issues in Managing Human Resources人力资源管理新问题
1. 管理流程
1.1 Why is HRM Important?
①As a significant source of competitive advantage作为竞争优势的重要来源
People-oriented HR creates superior shareholder value以人为本的人力资源创造了优越的股东价值
②As an important part of organizational strategies作为组织战略的重要组成部分
Achieve competitive success through people by treating employees as partners，not just costs to be
minimized or avoided. 取得竞争成功通过人们把员工视为伙伴,不仅成本最小化或避免
③To improve organizational performance提高组织绩效
一项研究表明，改善工作实践可以增加30%的市场价值
高绩效的工作实践导致了高的个人和高的组织绩效
?高性能工作实践的例子
——高绩效工作方式
自我管理团队
分散决策
培训项目，以发展知识、技能和能力
灵活的工作分配
开放的沟通
基于绩效的薪酬
基于人-工作和人-组织匹配的人员配置
人力资源管理的关键组成部分
人力资源管理流程
为组织提供员工并维护雇员高绩效的必要活动。
?8 activities
①人力资源规划
②招聘
③选择
④取向上岗培训
⑤培训
⑥绩效管理
⑦薪酬和福利
⑧职业发展
Exhibit 10–2 Human Resource Management Process
1.2 External Factors that Affect the HRM Process影响人力资源管理过程的外部因素
?①经济趋势
?②工会
?③政府法律法规
?④人口趋势
(1)经济趋势
失业率
GDP的增长速度
工业重组
(2)员工工会工会
组织代表工人,通过集体谈判寻求保护自己的利益。
集体谈判协议
-公司和工会之间的合同协议，代表公司在工资、工时和工作条件下的议价单位。
——nba工会
-日本工会的春季斗争
(3)人力资源管理的法律环境：政府法律法规
限制管理自由裁量权在招聘、提升和卸货的员工。
平权法案(反歧视就业法):组织的要求采取积极措施确保保护组织员工的全面参与。
最低工资
代表参与
?工作委员会工作委员会
——组提名或当选的员工必须咨询当涉及人员的管理决策
?董事会代表董事会代表
——员工坐在公司的董事会和代表公司的员工的利益
(4) Demographic Trends 人口趋势
Age structure of Labors劳动力的年龄结构
Half of all workers are over 40 in the US after 2010美国的一半的工人40多2010年之后
Family planning policy of China will affect the supply of labors中国计划生育政策将影响劳动力
的供给
Population mobility trends人口流动趋势
Fewer rural workers migrate to urban cities in coastal area in China since recent years.
减少农民工迁移到城市最近几年以来在中国沿海地区
2.Identifying and Selecting Competent Employees识别并选择合格的员工
2.1人力资源规划
? D Human Resource (HR) Planning
The process by which managers ensure that they have the right number and kinds of capable people in
the right places, and at the right times. 管理者的过程确保他们有正确的数量和种类的能干的人在正
确的地方,和在正确的时间。
Helps avoid sudden talent shortages and surpluses. 有助于避免突然人才短缺和盈余
Steps in HR planning: 人力资源规划步骤:
?①评估当前人力资源
?②评估未来对人力资源的需求
?③开发一个程序来满足未来的需求
2.1.1 Current Assessment当前评估
(1) Human Resource Inventory人力资源库存
审查目前的化妆品组织的资源现状
Forms filled out by employees with information such as name, education, training, prior
employment, languages spoken, special capabilities, and specialized skills.
形式填写员工信息如姓名、教育、培训、就业之前,语言、特殊能力,和专业技能。
–EX: Stephanie Cox’s way of selecting a manager for Brazil-people march planning
program斯蒂芬妮·考克斯(Stephanie Cox)为巴西人三月规划项目挑选经理的方法?Current Assessment当前评估
(2) Job Analysis工作分析
D Job analysis （职务分析）
定义工作以及执行工作所需的行为。
–知识、技能和能力
Requires conducting interviews, engaging in direct observation, and collecting the self-reports of
employees and their managers. 需要进行采访,进行直接观察,收集自我报告的员工和他们的经理。
D职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
什么工作持有人的书面声明,它是如何做的,以及为什么它就完成了。
D职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job
successfully.最低资格的书面声明中,一个人必须具备成功地执行一个给定的工作。
2.1.2 Meeting Future HR Needs满足未来人力资源需求
影响员工的因素
战略目标
对产品和服务的需求预测
有知识、技能和能力
2.2 Recruitment and Decruitment招聘和调出
(1) Recruitment招聘
The process of locating, identifying, and attracting capable applicants to an organization
定位的过程,识别和吸引申请者的组织能力
?E-recruiting
Recruitment of employees through the Internet通过互联网招募员工
Organizational web sites组织网站
Online recruiters在线招聘人员
Exhibit 10–4 Major Sources of Potential Job Candidates潜在求职者的主要来源
? 2.2 Recruitment and Decruitment
(2) Decruitment调出
The process of reducing a surplus of employees in the workforce of an organization
减少过剩的过程中员工在组织的劳动力
Exhibit 10–5 Decruitment Options
?
2.3 Selection甄选
? 2.3.1 What is Selection?
? D Selection （甄选）
screening job applicants to ensure that the most appropriate candidates are hired筛选求职者,以确保最
合适的候选人被录用
Selection errors: 选择错误
–Reject errors for potentially successful applicants拒绝潜在成功申请者的错误
–Accept errors for ultimately poor performers接受最终表现不佳的错误?Exhibit 10–6 Selection Decision Outcomes选择决策结果
? 2.3.2 Validity and Reliability有效性和可靠性
?Managers select competent employees by using valid and reliable selection procedures.
管理者通过使用有效和可靠的选择程序来选择合格的员工
?Validity (of Prediction) 效度
A proven relationship between the selection device used and some relevant criterion for successful
performance in an organization. 证明关系选择设备使用和一些相关标准成功的性能在一个组织。
High tests scores equate to high job performance; low scores to poor performance. 高测试分数等于高工?Reliability (of Prediction) 信度
The degree of consistency with which a selection device measures the same thing.
选择设备的一致性程度相同的措施
Individual test scores obtained with a selection device are consistent over multiple testing instances.
个人获得的考试成绩与选择设备在多个测试实例是一致的
Exhibit 10–7 Selection Devices选择设备
?申请表格
?笔试
?性能模拟测试
?面试
?背景调查
?身体检查
（1）Application forms申请表
-全面的个人历史档案，详细描述个人的活动、技能和成就。
?普遍使用
?对于收集信息最有用
?能够预测工作表现
——应用forms-Discussion如何写好申请表格?
工作分析(职位描述和工作规范，SWOT分析)
个人分析(个性，SWOT分析)
健康分析(策略)
写作技巧和态度(手写，分数)
如何写好?
?Written Tests笔试
?测试类型
?Interest（兴趣）: do you want to do it?
?Attitude（态度）: how do you feel about it?
?Ability（能力）: can you do it now?
?Aptitude （悟性）: can you learn to do it?
?Intelligence（智商）: how smart are you?
?Legal Challenges to Tests对测试的法律挑战
?Lack of job-relatedness of test items or interview questions to job requirements对测试项目或面试问题缺乏相关的工作要求
?Discrimination in equal employment opportunity against members of protected classes对受保护阶层的成员进行平等就业机会的歧视
Performance Simulation Tests 绩效模拟测试
?Testing an applicant’s ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job.测试申请人是否有能力执行实际的工作行为，使用所需的技能，并展示具体的工作知识。
?Work sampling 工作抽样
Requiring applicants to actually perform a task or set of tasks. 要求申请人实际执行一个（组）任务
Ex: sales man/teacher ex:销售人/老师
?Assessment centers 评估中心
Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate
their managerial potential.专用设施的求职者接受一系列的性能模拟测试来评估他们的管理潜力。
Ex: Mock interviews, in-basket problem-solving exercises, group discussions, and business decision games
:模拟面试,in - basket解决问题的练习,小组讨论,和商业决策游戏
?Interviews 面试
?Useful tools for managerial positions管理职位的有用工具
?There are too many variables that can impact interviewer judgment, the interview may not be the most useful selection device有太多的变量会影响面试官的判断，面试可能不是最有用的选择?Managers can’t ask some questions unrelated to the job经理不能问一些与工作无关的问题?Religion 宗教
?Private 个人私事
——其他选择方法
（1）Background Investigations背景调查
?Verification of application data对应用数据的验证
?Reference checks: 参考检查
Lack validity because self-selection of references ensures only positive outcomes.
缺乏有效性,因为自己挑选的引用可以确保只有积极成果。
（2）Physical Examinations物理考试
?Useful for physical requirements and for insurance purposes related to pre-existing conditions.
对身体要求和与预先存在的条件相关的保险目的有用。
什么工作最好?什么时候?
Question：
?人力资源经理应该介绍负面信息的工作,当他们招聘吗?
2.3.4 Realistic Job Preview现实工作预览
?Realistic Job Preview (RJP) 现实工作预览
?与应聘者相关的过程，包括工作的积极和消极方面
Encourages mismatched applicants to withdraw. 鼓励不匹配的申请人撤回
同盟成功应聘者的期望与实际工作条件;减少营业额
3. Providing Employees with Needed Skills and Knowledge为员工提供所需的技能和知识
? 3.1 Orientation上岗培训
Introducing a new employee to his or her job and the organization. 把新员工介绍给他/她的工作和组织
Work-unit orientation工作单位培训
Familiarizes new employee with work-unit goals将帮助新员工熟悉工作单位的目标
Clarifies how his or her job contributes to unit goals澄清如何他或她的工作有利于单位的目标
Introduces he or she to his or her coworkers向他或她介绍他或她的同事
Organization orientation组织取向
Informs new employee about the organization’s objectives, history, philosophy, procedures, and
rules. 通知新员工对组织的目标、历史、哲学、程序,和规则
Includes a tour of the entire facility包括参观整个工
Exhibit 12–8 培训类型
综合培训：沟通技巧，计算机系统应用程序和编程，客户服务，执行发展，管理技能和开发，个人成长，
销售，管理技能，技术技能和知识
专业培训：基本生活/工作技能，创造力，客户教育，多元化/文化意识，补救写作，管理变更，领导，产品知识，演讲/陈述技能，安全，道德，性骚扰，团队建设，健康，等等
Exhibit 12–9 员工培训方法
传统的培训方法：
在职
工作轮换轮岗
辅导和指导导师制
经验演习实验演习
手册/手册工作手册
课堂讲座讲座
基于技术的训练方法
cd - rom / DVD /录像带/
视频会议/会议/卫星电视
电子学习电子化学习
4. Retaining Competent, High-performing Employees保留能力,表现出色的员工
4.1 Employee Performance Management员工绩效管理
?Performance Management System性能管理系统
建立绩效标准和评价员工绩效的过程
?Skill-based pay技能工资
一个支付系统,奖励员工的工作技能可以证明
?Variable pay浮动薪酬
A pay system in which an individual’s compensat ion is contingent on performance
薪酬体系中,一个人的薪酬取决于性能
Exhibit 12–10绩效考核方法的优缺点
Method Advantage Disadvantage
Written essays Simple to use
More a measure of evaluator’s writing ability than of
employee’s actual performance
Critical incidents
Rich examples; behaviorally
based
Time-consuming; lack quantification 评分表法
Provide quantitative data; less
time-consuming than others
Do not provide depth of job behavior assessed
行为定位评分
Focus on specific and
measurable job behaviors
Time-consuming; difficult to develop
Multiperson comparisons Compares employees with one
another
Unwieldy with large number of employees; legal concerns
MBO
Focuses on end goals; results
oriented
Time-consuming 360-degree
appraisals
Thorough Time-consuming
4.2 Compensation and Benefits薪酬与福利
?公平、有效和适当的薪酬体系的好处
Helps attract and retain high-performance employees有助于吸引和留住高性能的员工
Impacts on the strategic performance of the firm对公司的战略绩效的影响
Types of Compensation补偿的类型
基本工资或薪水
工资和工资附加组件
奖励
技能工资
可变工资(78%)——灵活性
Exhibit 12–11 Factors That Influence Compensation and Benefits影响薪酬和福利的因素
5. Current Issues in Human Resource Management人力资源管理中的当前问题
5.1 Managing Downsizing管理裁员
?Managing Downsizing (精简机构的管理)
The planned elimination of jobs in an organization工作在一个组织的计划取消提供开放和诚实的沟通。
被裁减员工提供援助。
安抚和咨询幸存的员工。
Exhibit 12-12 Tips for Managing Downsizing减少裁员的建议
5.2 Sexual Harassment性骚扰
Sexual Harassment 职场性骚扰
An unwanted activity of a sexual nature that affects an individual’s employment.
非意愿性的活动会影响一个人的就业。
Unwanted sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly affects an individual’s employment.
An offensive or hostile environment进攻或敌对的环境
An environment in which a person is affected by elements of a sexual nature. 环境影响一个人的本质的要素?Workplace Romances办公室恋情
Potential liability for harassment潜在责任骚扰
5.3 Work-Life Balance工作与生活的平衡
?Work-Life Balance 工作生活平衡
Employees have personal lives that they don’t leave behind when they come to work.
员工的个人生活,他们不来上班时留下的
Organizations have become more attuned to their employees by offering family-friendly benefits:
组织变得更加适应员工通过提供家庭好处
现场照顾孩子
夏日营
弹性工作时间
工作分担
离开做私人的事
弹性工作时间
5.4 Controlling HR Cost控制人力成本
Employee health-care员工医疗保健
Encouraging healthy lifestyles鼓励健康的生活方式
–Financial incentives财政刺激
–Wellness programs健康计划
–向健康习惯较差的员工提供更多的福利
Employee pension plans雇员养老金计划?减少养老金
?不再提供养老金计划